Derek Poate

Derek Poate retired as a Director at Itad in 2011, where he was a co-founder in 1984. He has extensive experience as a team leader and project director dealing with the evaluation of institutions and projects in sustainable development.

In previous years Derek has led reviews of the IUCN, the Stockholm Environment Institute, the Rockefeller Foundation support to African Agriculture resilience in the face of climate change and a joint donor evaluation of support to anti-corruption in five countries. His large-scale institutional assignments include evaluation of Norwegian support to HIV/AIDS in Africa, an evaluation of Results-based Management at UNDP, the Independent External Evaluation of IFAD, and both external evaluations of UNAIDS, in 2002 and 2009. For four years he led the Rural Development Advisory Team for Sida in Vietnam and led a quasi-experimental design Impact Assessment of the World Bank’s Village Level Participatory Approach Derek led country programme evaluations for DFID in Rwanda, Ghana, Kenya and Sierra Leone.

Mr Poate has substantial experience in the evaluation of multilateral institutions and the United Nations system. His main professional interest is developing evaluation capacity and is actively involved in training and other roles with the UK Evaluation Society of which he was President in 2012.

Project Experience:

2012 - 2012

Evaluation of the Irish Aid Country Strategy for Ethiopia 2008-2012(Irish Aid) - Team LeaderDescription: The 2008 Country Strategy Paper set out Ireland's strategy for bilateral development assistance to Ethiopia over the period 2008 to 2012. The programme, in particular following its 2010 mid-term review, constituted a move away from a broad commitment to poverty reduction and inequality towards a deepening of Ireland's focus on hunger, poverty and vulnerability. The overall goal of the programme was to reduce the vulnerability of the poorest Ethiopians by increasing their livelihood security and resilience in the face of food scarcity, natural disasters etc., as well as by increasing their use of health, education and HIV/AIDS services. The programme therefore concentrated on two core areas or pillars - food and livelihood security and access to social services.

Activities: As Team Leader I led the evaluation to provide an independent assessment of the performance of the strategy, accountability and lesson learning to the Governments of Ireland and Ethiopia to help inform future strategy for Irish Aid programming in Ethiopia. An evaluation framework was developed to organise the questions. A theory-based approach was chosen, using the logic models from the mid-term review as a structure for enquiries. The approach to data collection was by mixed methods, combining secondary data on outcomes and impact with additional qualitative data collection and analysis. Some innovative approaches were used to analyse the way the strategy was implemented and, using contribution analysis, to explore the added value Embassy staff brought to the programme. In addition to the main evaluation report I drafted an abridged version in non-technical language and wrote two learning briefs dealing with (a) the adoption and use of a results-based approach; and (b) regional programming. Findings and conclusions were presented in workshops in Addis Ababa, Ireland and by video conference to Irish Aid staff in overseas missions.

2012 - 2012

Training by the UK Evaluation Society for DFID and other evaluation professionals(DFID) - Co-director of the courseDescription: Development evaluation is increasingly called upon to support evidence based policy making and practice in the delivery and management of development programmes. Growing public pressure to secure better results for poverty reduction and other initiatives has generated a high demand for quality and independent evaluations aimed at improved decision making in different countries, contexts and cultures. This course sets out to: (1) Prepare participants for commissioning, conducting and using development evaluation; (2) Provide an understanding of methods and processes that need to be in place for evaluation to be effective.

Activities: My role was to contribute to the design and organisation of the course and to deliver a number of modules dealing primarily with evaluation theories and approaches; evaluation design, organised mainly around theory-based approaches; and quality assurance of evaluation reports. Teaching used participatory techniques and included small group discussions and practical exercises. The 5-day course was run twice in 2012.

2011 - 2012

Evaluation of the Rockefeller Foundation's work in African Agriculture Resilience and Land-based Carbon Markets for Poverty Reduction(Rockefeller Foundation) - Team LeaderDescription: The subject of this Evaluation covers two interrelated bodies of work: the African Agriculture Resilience (AAR) component of the larger Climate Change Resilience Initiative, and the Land-based Carbon Markets for Poverty Reduction Initiative (CPR). The purposes of this evaluation are: 1. Learning from the experience of implementation of AAR and CPR to guide the planning and design of the proposed Climate Smart Rural Development (CSRD) Initiative. 2. Accountability to the Rockefeller Foundation's President and Board of Trustees for the funds invested to date in AAR and CPR. 3. Contribution as a public good to knowledge to the fields of agriculture, climate change, philanthropy and the field of evaluation. In particular to extend the learning from this evaluation to RF grantees in the fields of AAR and CPR. The overall objective of the evaluation was to assess the relevance, effectiveness, efficiency, influence and sustainability of the Foundation's work in African Agriculture Resilience and Carbon for Poverty Reduction.

Activities: The evaluation team took the following approach: An initial briefing for the Team Leader at the Foundation headquarters in New York; selection of a sample of grants for desk review and follow-up interviews at country level; development of a short grant review proforma derived from the early drafts of the terms of reference and updated as these were finalized. Following a desk review of grants for follow-up interviews the team traveled to Kenya and held meetings with grantees and other key informant stakeholders concerned with climate change, and agriculture leaders, policy makers and practitioners in the region. Members of the team also traveled to Uganda, Ethiopia and the United States. Additional interviews were carried out in Johannesburg and Pretoria, South Africa and by telephone. During the course of visits to the Rockefeller Foundation Regional Office in Nairobi, the team conducted an informal Theory of Change workshop with Foundation staff and tested the findings with grantees. In parallel with the country visits, a separate exercise was carried out to prepare a synthesis of findings from other evaluations concerned with agriculture and climate change. The report from that exercise was presented separately

2011 - 2012

A Case Study of the Impact of IFAD's Independent External Evaluation(IFAD Independent Office of Evaluation ) - Consultant ReviewerDescription: Shareholders and donors are increasingly commissioning comprehensive evaluations of development effectiveness to assist decision making regarding resource allocation and funding commitments for international agencies and funds. At least seventeen such evaluations have been undertaken in the last ten years, costing in excess of US$30 million. This project is a case study which acts as part of a collaborative effort co-sponsored by IFAD's and GEF's independent evaluation offices which aims to ascertain the impact of comprehensive evaluations of multilateral development institutions and to draw lessons of experience regarding the design and conduct of such evaluations and the way they are being used.

Activities: Using the Independent External Evaluation (IEE) of IFAD (2005) carried out by ITAD as the case study, this review will assess the extent to which the design, implementation and follow-up arrangements contributed to accountability and learning within IFAD. The review case study will also comment on the extent to which the IEE addressed generic issues of aid effectiveness legitimised by the Paris Declaration and other development effectiveness indicators of multilateral agency performance. It will draw tentative lessons regarding good practices for the design, implementation and utilisation of comprehensive evaluations of multilateral organisations and funds. Specific details of the approach: a. A timeline of actions taken by IFAD management in response to the IEE; b. A survey of stakeholders backed up by questionnaires and interviews; and, c. An examination of the IEE's influence on IFAD's independent and self-evaluation activities. Particular issues to be explored include: o The influence exerted by the political and institutional context in which the IEE was undertaken o The choice of issues that the IEE was expected to address; o The comparative advantage of the IEE relative to regular evaluation reports and other sources of performance assessment; o Whether the IEE missed opportunities to address generic issues affecting IFAD's development effectiveness, e.g. its positioning in the international aid architecture.

2011 - 2011

External Review of IUCN (IUCN Management and donors) - Team LeaderDescription: IUCN, International Union for Conservation of Nature was founded in 1948 as the world?s first global environmental organization. It has more than 1,000 member organizations in 140 countries including 200+ government and 800+ non-government organizations. Today IUCN consists of the largest professional global conservation network, and is the leading authority on the environment and sustainable development with almost 11,000 voluntary scientists and experts, grouped in six Commissions. IUCN is a neutral forum for governments, NGOs, scientists, business and local communities to find pragmatic solutions to conservation and development challenges with thousands of field projects and activities around the world. IUCN is governed by a Council elected by member organizations every four years at the IUCN World Conservation Congress. The funding comes from governments, bilateral and multilateral agencies, foundations, member organizations and corporations. IUCN has an official Observer Status at the United Nations General Assembly. External Reviews of IUCN have been undertaken since 1991 as a joint exercise of IUCN and its framework partners. A joint donor review takes place every four years prior to the Congress, and the final report is presented to the Congress for approval.

Activities: The External Review of IUCN was broadly intended for the following purpose: - Re-affirm the value of IUCN, its organizational change pathway and innovations in the IUCN niche, value proposition and Programme; - Provide IUCN's framework partners with a means to verify the relevance and effectiveness of IUCN as a means of delivering aid for conservation and improved livelihoods, enabling them to justify continued investment in IUCN; Mr Poate developed the methodology and led a team of four consultants, based around an evaluation framework and topic list questionnaires. Internet-based surveys were also undertaken on samples of IUCN members and members of Expert Commissions.

2010 - 2011

Evaluation of results-based approach and M&E of Development Cooperation Interventions (Ministry for Foreign Affairs of Finland ) - Team LeaderDescription: The purpose of the evaluation is to assess the planning and design of the present bilateral project and programmes, especially from the point of view of the results- based approach. The evaluation was intended to provide guidance on how to improve the results-based design, implementation, monitoring and evaluation as well as management and point out benefits and advantages for results-based approach and institutional learning. The evaluation explored the ways, approach and role adapted for new aid modalities, especially in the planning phase and in the M&E and proposed ways how to rectify or improve them.

Activities: Designed methodology based around an evaluation framework developed from the TOR. A structured document review tool was developed to assess project documents; and a topic guide for interviews. A web-based survey was used to collect information from all staff of the Ministry engaged in development cooperation.

2009 - 2011

Joint External Anti-Corruption Evaluation(Norad, Sida, Danida, DFID, AsDB) - Team LeaderDescription: Danida, ADB, SADEV, SIDA, DFID and Norad commissioned a joint evaluation of anti-corruption efforts in five countries: Vietnam, Bangladesh, Tanzania, Zambia and Nicaragua. The commissioning donors have paid considerable attention to anti-corruption in their development cooperation in recent years. Levels of corruption remain high in many countries, however, and there is a wish to find out how support in this area can become more effective. The primary audience for the evaluation is the agencies commissioning the work. Secondary audiences include interested parties in the case countries (national authorities, civil society, others), other countries and donor organisations. The purpose of the evaluation is to obtain knowledge regarding the relevance and effectiveness of support to reduce corruption, both through specific anti-corruption efforts and in other programmes undertaken from 2002 onwards. Lessons learned will be identified regarding what kind of donor support may work (for poor people and women in particular), what is less likely to work and what may harm national efforts against corruption.

Activities: ITAD was contracted by Norad (on behalf of the six agencies) to undertake this work in association with the Law and Development Partnership. As Team Leader, Derek had primary responsibility for developing the methodology which follows a Table Top approach; a light review of all relevant projects followed by in depth assessment of four or five topics. The methodology combines a performance assessment questionnaire developed specifically for this assignment and group discussions around the project intervention logic using appreciative enquiry/most significant change techniques. He also led the country reviews of Bangladesh, Vietnam and Nicaragua. The evaluation was carried out over the period 2009 - 2011.

2010 - 2010

Country-led Evaluation of One UN Initiative in Vietnam(UN) - Team LeaderDescription: In response to the 2005 Ha Noi Core Statement on Aid Effectiveness, the One UN Initiative in Viet Nam started in February 2006, focusing initially on five pillars of UN reform. The Five Ones included the One Plan, One Budget, One Leader, One Set of Management Practices, and One Green UN House. In May 2006 the Agreed principles, objectives and instruments to achieve One UN in VN were agreed by the UN and the Government of Vietnam. The country-led evaluation intends to inform decision-makers on how to enhance the role and contribution of the UN development system in support of national policies and strategies for the achievement of national development results. The evaluation will assess progress made against the strategic intent of Delivering as One, record achievements, identify areas for improvement and remaining challenges, and distil lessons to inform decision-making processes at national, inter-governmental and headquarters levels. The findings and recommendations of the country-led evaluation will be the major input for the DaO Conference in Ha Noi in June 2010, and intended to devise a clear way forward for the further institutionalisation of the UN reform process in subsequent years.

Activities: Development of methodology; briefing and management of two national consultants; analysis of documentation and group and individual interviews with stakeholders in Vietnam. Determination of the strategic intent from foundation documents and analysis of progress under the six pillars and with regard to improving effectiveness, against that intent.

2010 - 2010

Evaluation of the Institutional Cooperation between Sida and the Stockholm Environment Institute (SEI) (Sida) - Team LeaderDescription: The purpose of the evaluation was to assist Sida in evaluating the achievements of the Institutional Programme Support project and assess various aspects of the institutional cooperation for future programme support by international donors to SEI, including Sida.

Activities: Development of methodology based around Theory of Change for support to research processes and the '7-S' for analysis of institutional change. Visited SEI Centres at Stockholm, York, Oxford and Bangkok and interviewed staff using small group participatory and individual interview techniques. Co-authroed the report with other team members. A web-based survey was developed to study perceptions about institutional changes amongst all staff working for SEI.

2009 - 2009

Stocktaking of experience with M&E and MIS systems in South Asia(FAO) - ConsultantDescription: The Investment Centre, FAO in partnership with the World Bank, are undertaking a review of a number of ARD programmes and projects in India and the South Asia region (including Sri Lanka, Bangladesh and Nepal), covering: 1) Rural livelihood enhancement; 2) Water and irrigation sector development; and 3) MIS and ME&L system design and implementation in the above. The overall purpose of the exercise is to assist in: a) Documenting impacts, returns to investment, good practices, and lessons learned to guide policy and programme development and the design of livelihood and water sector interventions in the South Asia region. b) Gaining a better understanding of the context for convergence/ synergy between the livelihoods approach and investments in agricultural and natural resource sectors. c) Identifying needs and opportunities for enhancing and integrating the roles of ME&L and MIS as project management tool.

Activities: Derek participated in a workshop in India to identify issues, design an approach for contacting and selecting projects, and develop a modality for implementation by national consultants.

2008 - 2009

Second Independent Evaluation of UNAIDS(UNAIDS) - Team LeaderDescription: An initial evaluation of UNAIDS was completed (by ITAD in association with KIT and the LSHTM ) in 2002 and covered the first five years of UNAIDS (1996-2002). This Second Independent Evaluation covered the period (2002-2008) during which the AIDS epidemic, the global response to it, and UN organisational reform efforts, have considerably changed UNAIDS environmental context. Established in 1996, the Joint United Nations Programme on HIV/AIDS (UNAIDS) supports and coordinates the efforts of ten cosponsoring UN organizations (ILO, UNICEF, UNDP, UNFPA, UNESCO, WHO, World Bank, UNHCR, UNODC and WFP), and works with a wide range of other private and public partners in the global response to AIDS.

Activities: The purpose of the Second Independent Evaluation is to assess the efficacy, effectiveness and outcomes of UNAIDS at the global, regional and country levels. The assessment relates to how UNAIDS has met its core objectives and its mandate for an internationally coordinated response to the HIV/AIDS pandemic. Derek was the overall team leader responsible for developing the methodology and coordinating visits across a team of 35 consultants to twelve countries, regional consultations and meetings at the headquarters of the cosponsors and with other global stakeholders.

2006 - 2009

Sida Advisory Team, Rural Development (Sida) - Team LeaderDescription: ITAD, in association with WSP and Mekong Economics, has been appointed as the Sida Advisory Team for Rural Development in Vietnam, from 2006 to 2009. The role of the SAT is to function as professional advisors to Sida in order to strengthen the quality of the follow-up in the sector of rural development. Quality is interpreted in a wide sense and includes technical, institutional and managerial aspects. The SAT provides advice to the Embassy of Sweden as regards the long-term reduction of poverty, a rights-based approach to development, improved donor coordination and harmonisation.

Activities: The primary task in 2006 was to conduct a Mid-Term Review of the Chia Se Project. Chia Se is an unconditional block grant fund to support livelihoods in poor and disadvantaged communes. Plans are village-led with innovative approaches to management and supervision. Support to policy development is promoted at national level, using results from the project provinces. Mr Poate led a team of four international and two national consultants in visits to three project-supported provinces, and interviews with national government representatives in Hanoi. Field visits included structured interviews with provincial, district and commune-based staff, and participatory group work at village level. Work continued in 2007 with a Mid-term Review of the MARD-Sida Cooperation Programme and an annual review of Chia Se. Activities in 2008 include an in-depth review of the Chia Se M&E system; preparations for activities after the end of the current Chia Se project; and support to the new Sida Country Strategy for Vietnam.

2008 - 2008

Mid Term Evaluation of the Joint Donor Team in Juba, Sudan(Norad) - Leader for the field visitDescription: The Joint Donor Team (JDT) in Juba, South Sudan, was an innovative approach that aimed to promote donor coordination in a fragile post-conflict environment. Since starting its operation in 2006, JDT became a landmark initiative in the piloting of the Paris Declaration on Aid Effectiveness and its applicability in fragile situations and conflict affected countries. ITAD was selected by the Norad Evaluation Department to carry out the mid-term evaluation of JDT. This evaluation assessed JDTs progress in the achievement towards its mission, which was to promote policies in support of sustainable peace, poverty reduction and the attainment of the Millennium Development Goals in South Sudan. It also assessed JDT strengths and weaknesses as a working model for harmonised donor engagement in a fragile state environment.

Activities: Derek led the visit to South Sudan, which included interviews with the joint donor representatives in Khartoum. The approach was structured around review of team documentation and interviews with stakeholders.

2008 - 2008

Kenya Country Programme Evaluation (DFID) - Team LeaderDescription: Leader of a team of four international and one national consultant to evaluate DFID's programme in Kenya from 2002-2007.

Activities: Specific attention was given to a DFID's approach following the end of the civil war and the need to manage a large and evolving programme of security sector reform, in collaboration with other HMG departments. The evaluation also examined the use of budget support in a fragile state context and associated project interventions in governance, for public financial management and in support of service delivery.

2007 - 2008

Evaluation of Norwegian Support for HIV/AIDS to African Partner Countries(Norad) - Project DirectorDescription: The main purpose of the evaluation was to ascertain results (accountability), fill knowledge gaps, provide lessons learnt and suggest recommendations on how to enhance the development effectiveness of the Norwegian HIV/AIDS response at the country level. Specifically, the evaluation focus was on assessing Norway's role and contribution in influencing key outcomes of the national HIV/AIDS responses in Ethiopia, Malawi and Tanzania.

Activities: Development of methodology, team leader for the country visit to Malawi, lead author of the global paper on Norway's contribution to the international AIDS architecture, and lead author for the final synthesis paper.

2007 - 2007

Evaluation of Results-based Management at UNDP (UNDP) - Team LeaderDescription: UNDP introduced RBM in the late 1990s and has followed up with developments to management, finance and human resource systems. This evaluation was the first attempt to take stock of progress and assess the effects of RBM on UNDP management.

Activities: Development of a theory-based intervention logic and a set of structured questions to test the logic; management of a team of four international staff with visits to 5 countries; overall responsibility for analysis and report writing.

2006 - 2006

Country Programme Evaluation (DFID) - Team LeaderDescription: Leader of a team of five international and one national consultant to evaluate DFID's programme in Kenya from 2000-2006.

Activities: Evaluation followed the same framework as for Rwanda and Ghana.

2005 - 2006

The role of government on island issues (ISLA) (EC) - ConsultantDescription: The purpose of the project was to question the role of government in dealing with island issues; to explore the experiences of island communities in dealing with EU policies; and to investigate island experiences regarding energy supply.

Activities: Leader of the investigation into the islands in Argyll and Bute, Scotland. Review of documents and interviews with officials in local government and representatives of island communities and local organisations.

2005 - 2006

Poor Communes Livelihoods and Infrastructure Program(Government of Vietnam) - Team LeaderDescription: Assignment to prepare an M&E system for the Poor Communes Livelihoods and Infrastructure Program, and undertake a baseline survey. Financed by a Japanese PHRD grant.

Activities: The work was designed to support development of P-CLIP during the preparation phase. Specific tasks were: to develop a logframe with indicators linked to national targeted programmes for poverty reduction; design a monitoring system; propose institutional roles and responsibilities; design, field test and implement a baseline survey; design, pilot test and make recommendations for participatory M&E; and design an experimental model to test project implementation modalities. The baseline survey adopted a multistage stratified random design, with a questionnaire derived from the national Vietnam household survey.

2005 - 2005

Ghana Country Programme Evaluation (DFID) - Team LeaderDescription: Leader of a team of four international and two national consultants to evaluate DFID's programme in Ghana from 2000-2005.

Activities: Evaluation following the same framework as for Rwanda, with similar attention to the budget support programme.

2005 - 2005

Rwanda Country Programme Evaluation(DFID) - Team LeaderDescription: Leader of a team of four to evaluate DFID's country programme from 2000-2005.

Activities: Specific attention was given to a large programme of budget support and associated project interventions in the education sector and for public financial management.

2005 - 2005

Mid-term review of the Public Sector Reform Programme(Government of Tanzania) - Team Member Description: Review of progress in the Public Sector Reform Programme.

Activities: Responsible for assessing the performance management system and making recommendations for future strategy and results-orientation in the context of wider government financial and local government reforms.

2005 - 2005

Review of impact and effectiveness of agricultural research (DFID (PASS)) - Study DirectorDescription: A three month assignment for DFID with local partner NewERA. The Review was performed in the context of the Agricultural Perspective Plan (APP),10th Development Plan (PRSP) and the recent National Agricultural Policy, with three specific parts: a. Quantification of the impact of agricultural research on rural livelihoods, since 1990 (past); b. Validation (assessment of appropriateness) of NARCs current strategic plan and approach to change management (present); c. Institutional and management analysis of national agricultural research and identification of broad priority areas on which future research activities and MoAC should focus (future) in line with the general policies and strategies and addressing the poverty reduction objectives in particular, outlined for the agricultural sector in the above mentioned policy framework.

Activities: ITAD worked with NewERA Consultants, based in Kathmandu, to create a multi-national Team comprising an agro-economist, social development specialist and agricultural/livestock research, extension and evaluation specialists.

2003 - 2005

Independent External Evaluation of the International Fund for Agricultural Development (IFAD) (IFAD) - Director and Team LeaderDescription: A large-scale assignment to evaluate the Fund through a desk review and fieldwork in ten randomly-sampled countries.

Activities: Desk review of documentation; extensive interviews with staff and other stakeholders; quantitative and qualitative analysis of programmes based on field visits to ten countries.

2003 - 2005

Development of indicators and a programme review process(International HIV/AIDS Alliance ) - DirectorDescription: Review of the Alliance goals and programmes, and development of indicators, reporting proforma and a review process to meet the needs of their expanding programme, and demands of major donors, including USAID.

Activities: Undertook a desk review of current reporting, analysed use of indicators to propose simplification and reduction in diversity; drew up proposals for an MIS and undertook a field visit to India to assess needs of partners and office capacity.

2004 - 2004

Study into the effectiveness of planning in ministries and government departments (Government of Tanzania) - Team MemberDescription: The review was a detailed compliance and quality assessment of planning and the use of pans and indicators in organisations under the public sector reform programme, for the President's Office, Public Service Management.

Activities: Conducted structured interviews with Permanent Secretaries and Directors; made direct observations to assess compliance with planning tools; and analysed planning and budget execution in the context of the MTEF and public sector reform programmes

2003 - 2004

Poverty Focus of the World Bank's Rural Portfolio(World Bank Agriculture and Rural Development Department) - Team memberDescription: Case study analysis of policy evolution and project investments in the context of rural space and poverty alleviation. (Undertaken jointly with OPM.)

Activities: Methodology included analysis of CAS, ESW/AAA and project portfolio to identify the underlying strategic logic. Review of programme documents and interviews with national stakeholders to assess coherence of the portfolio and attention to service delivery issues in rural areas. Reports were drafted for the ECA and SAR regions of the Bank, identifying critical issues to address constraints in rural areas, in contribution to forthcoming country assistance strategies.

2003 - 2004

Evaluation of DFID's Partnership with the WHO (DFID) - ITAD Director and Technical LeaderDescription: A joint assignment with KIT (Netherlands) to evaluate the relationship between DFID and the World Health Organisation. The relationship within HMG between DFID and Department of Health was also examined.

2003 - 2003

Public Service Reform(Government of Tanzania) - Team LeaderDescription: Follow-up visit to the 2001 Results-Based M&E assignment, to advise on M&E design for the Public Sector Reform Programme.

Activities: A strategy paper was written, based around a logical model of PSR interventions. A workshop was held with senior staff in the Civil Service Department.

2003 - 2003

Assessment of project performance scoring (DFID) - Team LeaderDescription: Leader of a two-person team for DFIDs Evaluation Department to make an assessment of the robustness, objectivity and consistency of project assessment scoring, linked to DFIDs Value for Money Indicator in the Public Service Agreement with Treasury.

Activities: Desk review of PRISM, the OPR database and a sample of OPRs. The report identified strengths and weaknesses in current arrangements and made recommendations for reforms.

Activities: Member of a two-person team that reviewed the Fund's objectives, held two workshops with staff from the Fund Distribution Bodies, interviewed stakeholders including HMT, industry bodies and CPRE, and conducted field visits to English Nature and Derbyshire County Council. Drafted a design for self-evaluation and development of a sub-projects database.

2002 - 2003

Poverty Focus of the Rural Portfolio(World Bank) - Team LeaderDescription: Design and development of country-based studies to examine a) the pro-poor orientation of a sample of projects at mid-term and b) the coherence and poverty orientation of the Banks rural portfolio. For the Agriculture and Rural Development Department (ARD).

2000 - 2003

Poverty Focus of the Rural Portfolio (World Bank) - Team LeaderDescription: Designed and directed a study for the Rural Development Department (RDV), to analyse a sample of 92 projects approved in 1999 and 2000 to assess their poverty focus.

Activities: The methodology built on the poverty pillars in the 2000 World Development Report, and analysed the poverty diagnosis, pro-poor strategy and pro-poor project design as set out in project documents. The poverty framework was developed from guidelines for Poverty Reduction Strategies. The study was commissioned by RDV within the framework of the Vision to Action Update and funded through the World Bank/DFID collaborative program for rural development. Updates were conducted in 2001 and 2002.

2002 - 2002

Rural Development Strategy(World Bank) - Team LeaderDescription: Facilitation of a participatory workshop to discuss and finalise proposals for the Rural Development Strategy, for the World Bank, funded by DFID. Author of a follow-on paper to analyse the influence of a sustainable livelihoods approach on the process and content of the strategy.

Activities: Workshop facilitation

2002 - 2002

Scaling-up the Rural Portfolio (World Bank) - Team LeaderDescription: For the Agriculture and Rural Development Department (ARD) under contract to FAO. Team member of a study to examine lessons and scope for scaling up and devise practical approaches to guide Bank country strategies.

2002 - 2002

Assessment of the effectiveness of local coastal management partnerships as a delivery mechanism for integrated coastal zone management (Scottish Executive) - Team MemberDescription: Assessment of the effectiveness of local coastal management partnerships as a delivery mechanism for integrated coastal zone management, for the Scottish Executive.

Activities: Team member responsible for development of methodology. Participated in meetings with the Firth of Forth Coastal Partnership; Solway Firth Coastal Partnership; and telephone interviews with other stakeholders in Scotland and Wales.

2002 - 2002

Sustainable Food and Farming Strategy(Department of the Environment, Food and Rural Affairs (DEFRA)) - ConsultantDescription: Desk analysis, design and implementation of a workshop for senior staff to examine the objective structure of the forthcoming Sustainable Food and Farming Strategy, in order to develop a framework and arrangements for evaluation, with special reference to participation of stakeholders.

2002 - 2002

Five-year evaluation of UNAIDS(UNAIDS) - Team LeaderDescription: For UNAIDS Programme Coordinating Board. Team leader of a consortium between ITAD, the Dutch Royal Tropical Institute and London School of Hygiene and Tropical Medicine, to evaluate the achievements of the United Nations Joint Programme on HIV/AIDS.

Activities: Desk study review of documents; extensive interviews with staff and cooperating agencies; evaluation visits to United Nations organisations, international aid donors, more than eight countries worldwide, and representatives of civil society and the private sector.

2001 - 2002

An assessment of the situation of results-based M&E(World Bank) - Team LeaderDescription: Designed and conducted a two-mission visit to Tanzania to assess Tanzania's efforts to introduce RM&E and strengthen M&E capacity, to identify opportunities for expanded World Bank support.

Activities: Country visits, review of documentation and interviews with stakeholders in government, NGOs, academia and the private sector.

2001 - 2001

Evaluation of influencing(DFID) - Team LeaderDescription: Team leader of a study to investigate the policies and practices of private sector organisations in evaluating their success at influence.

Activities: Interviews with a sample of private sector organisations, industry bodies and lobbyists.

Strengthening understanding of sustainability(World Bank) - Team LeaderDescription: For the Rural Development Department (RDV). Designed and participated in a study to review the literature on sustainability and sustainable development, for application to the design and evaluation of development projects.

Activities: The study focused on the conceptual common ground between the underlying capital asset conditions for sustainable development and the relevance of capital assets at a micro level to vulnerability and poverty. The study was commissioned by RDV within the framework of the Vision to Action Update and funded through the World Bank/DFID collaborative program for rural development.

2000 - 2001

Village Level Participatory Approach(World Bank) - Study DirectorDescription: Study director of an impact evaluation baseline phase to survey 200 villages in each of three countries.

Activities: The surveys use a mixture of participatory and formal questionnaire methods to identify village infrastructure, assets social capital and productive activities, prior to a participatory planning and empowerment process. The study was modelled on an experimental design with quasi-randomised allocation of villages to control and treatment groups

2000 - 2001

Evaluation of the Sustainable Development Agreements(Netherlands Ministry of Foreign Affairs ) - Study directorDescription: Study director of an evaluation of the process of the SDAs. The SDAs were established between four countries: Benin, Bhutan, Costa Rica and The Netherlands, following the Rio summit. The agreements were innovative, involving political and operational elements and introducing the notion of reciprocity.

Activities: The study was designed to meet a requirement of the Dutch Parliament to report on progress and evaluate the agreements, which are intended to create a relationship that is wider than normal aid programmes.

1999 - 2001

Hill Agriculture Research Project (DFID) - Team Leader Description: Leader of a two-person ITAD team to design and implement a monitoring and evaluation system for a competitive grant (CG) Hill Research Programme funded by DFID. Monitoring is based on the application, review and supervision procedures of the CG programme.

Activities: Outcome evaluation is primarily concerned with initial uptake of research recommendations by scientists, disseminating agencies and farmers. Impact evaluation looks wider at changes within rural communities, based on a livelihoods structure. The assignment includes capacity building of consultants in the private sector and advice on computerisation of the monitoring system.

1999 - 2000

Monitoring and impact evaluation system (Development Bank of Southern Africa (DBSA) ) - Team LeaderDescription: Leader of a two-person ITAD team to design a monitoring and impact evaluation system for the Bank.

Activities: The assignment consisted of design of a computer-linked system built on best practice from development finance institutions, and training of evaluation and operations staff. Technical recommendations include improvements to the appraisal document, addition of ratings and indicators to monitoring reports, and use of a new format for implementation completion reports.

Activities: The study examined both policy and programme aspects through a combination of desk and field reviews. The study was a major piece of working lasting over 12 months.

1999 - 1999

Biodiversity Indicators(GEF) - Joint DirectorDescription: Joint Director of an ITAD/IUCN/WCMC team to develop program indicators for the GEF biodiversity programme.

Activities: This was a challenging assignment with interesting issues arising over the concept of behavioural change at country and regional level over and above the direct effects from project outputs.

1998 - 1999

Democracy and Human Rights Evaluability Assessment(Sida) - Joint DirectorDescription: Joint director of an ITAD/ODI team to prepare an evaluability assessment of up to 30 DHR projects in South Africa, El Salvador, Guatemala and Nicaragua. The approach was innovative, and required the development of evaluability criteria.

1998 - 1999

Evaluation of UN Capital Development Fund (UNCDF) - Team LeaderDescription: Team leader of an evaluation commissioned by donor agencies, led by the Netherlands and Sweden.

Activities: This nine-month assignment for a team of 6 people was structured in three parts: desk study; field study; and final synthesis. The Fund was evaluated against a new policy framework started in 1995 and subsequent capacity development actions. The new policy had a goal of poverty reduction by mainly infrastructure investments routed through decentralised local government structures using participatory methods (Local Development Funds).

1998 - 1999

Advice and training services in the development of M&E systems(IUCN) - Team leaderDescription: Provision of advice and training services in the development of M&E systems for the International Union for the Conservation of Nature (IUCN).

Activities: Visits to IUCN HQ and facilitation of workshops.

1998 - 1999

Training in the logical framework(FAO) - TrainerDescription: Provision of training courses in the logical framework to staff of the FAO/World Bank Cooperative Programme.

Analysis of monitoring indicators and performance measurement for the Bank's sector strategy in Rural Development(World Bank) - Team LeaderDescription: Operations Evaluation Department, World Bank. Analysis of monitoring indicators and performance measurement for the Banks sector strategy: Rural Development, From Vision to Action; as part of an evaluation of rural development.

1997 - 1998

Impact of the RNRRS(DFID) - Joint LeaderDescription: Department for International Development (DFID), Joint leader of a team from ITAD and NRI to prepare recommendations on an overall approach to monitor and predict the developmental impact of DFIDs Renewable Natural Resources Research Strategy (RNRRS).

Activities: The study reviewed current practice of all major donors and CG centres, and made enquiries with some commercial organisations. Recommendations included the incorporation of indicators about uptake pathways, development of a balanced set of indicators and standardisation of reports using a rating system.

1997 - 1998

Project performance audit (World Bank) - ConsultantDescription: World Bank Operations Evaluation Department, Nigeria A performance audit of three multi-state agricultural development projects that were implemented in Nigeria between 1982 and 1996.

Activities: The work involved review of project files, interviews with Bank staff, and a country visit to a sample of the 22 states and to federal government institutions. Two themes were identified for analysis. i) The creation of an institutional framework and the evolution of project management from enclave ADP units, to state ministries. ii) The role of the projects in contributing to the incentive framework for farmers to expand production, seen alongside macroeconomic changes in trade and price policies.

1996 - 1998

Business support services (WFP) - ConsultantDescription: Operational Core Services Department, World Bank. Provision of support for new business practices, learning systems and evaluation capacity development.

Activities: The services (approx 3 months a year, from 1996 to 1998) included helpdesk support to task teams; review of project documents and logframes; development of good practice examples on the Banks intranet website; training for managers and supervisory staff; and design of country-level capacity-building programmes.

1997 - 1997

Regional strategy seminar (WFP) - ConsultantDescription: In view of the diminishing availability of resources for targeted food aid and the need to ensure resources are used in the most effective ways, the Asia Bureau held a strategy seminar in Pakistan.

Activities: The objective of the seminar was to review the regional portfolio and identify areas where WFP's comparative advantage could be used to the best effect. Analysis revolved around the conflicting pressures of relief operations in countries such as Afghanistan, and the 'silent emergency' facing women and children in South Asia. ITAD was contracted to lead the seminar and draft a paper on the orientation of the programme in the region.

1997 - 1997

Food aid policy analysis(WFPO) - Team LeaderDescription: Leader of a policy study: WFP has a policy objective of devoting 50 percent of development resources to LDCs and 90 percent to LIFDCs. Until recently, these targets were hard to achieve owing to low absorptive capacity.

Activities: The study examined constraints to achieving these targets and proposed policy and operational reforms to introduce more flexibility into country operations. Key recommendations were the creation of a food fund facility, recurrent cost budget analysis and improved administrative needs analysis.

1997 - 1997

Measuring and managing results(UNDP/Sida) - Team LeaderDescription: Leader of a study into the use of performance measurement by development agencies.

Activities: The study involved analysis of current practices adopted by development agencies and members of the OECD, principally Australia, New Zealand and UK. The study contrasted the policy and operational environment for performance management among the public administrations of industrialised and developing countries and made recommendations about best practice and future action by UNDP and SIDA.

1996 - 1996

Evaluation of EU aid to ACP states (European Commission) - Joint LeaderDescription: European Commission, DGVIII, Brussels. Joint leader of an 8-person ITAD/ADE team to conduct the first phase of an evaluation of EU aid to ACP states.

Activities: The study involved a desk review of evaluation reports and basic documents to assess the relevance, impact, effectiveness, efficiency and sustainability of the aid programme.

1996 - 1996

Design of project monitoring and evaluation (World Bank) - ConsultantDescription: Operations Evaluation Department, World Bank. Contracted to write a Lessons and Practices paper on design of project monitoring and evaluation.

Activities: The paper draws on the Follow-up study undertaken for OED in 1995, introduces problem analysis and tackles issues about data collection for M&E.

1996 - 1996

Evaluation of the Project Status Report(World Bank) - ConsultantDescription: Operations Policy Department, World Bank. Conducted an evaluation of a pilot test of the new version of the World Bank Project Status Report, the Form 590.

Activities: The evaluation undertook a content analysis of a sample of forms, and interviews with 30 task managers, advisers and senior management. The new form includes rating schemes for project components, risks and assumptions. It is designed as an electronic form on the Banks computer network and has extensive query facilities for analysis.

1996 - 1996

Guidelines for M&E of Participatory Projects(WFP) - ConsultantDescription: Development of Guidelines for M&E of Participatory Projects.

Activities: After reviewing the existing M&E systems through field visits and discussions with project and Country Office staff, a participatory M&E system for projects in India and Nepal was developed and operationalised. Training workshops were held for project and country office staff during which an overview of the proposed M&E system was presented and roles and responsibilities of the staff outlined. Techniques included force field and stakeholder analyses, and process planning. Reporting procedures were introduced along with data collection requirements including frequency, sources of data and qualitative indicators. Operational guidelines for developing M&E systems for WFP participatory natural resource projects were developed using case studies from projects in India and Ethiopia.

Activities: The survey is a light enumeration instrument using optical scanning technology to speed turn-around between fieldwork and reporting. Subsequently, ITAD director of a joint ITAD/ADE consultancy to provide technical assistance to two pilot surveys in Kenya and Ghana.

1995 - 1996

Review of Monitoring and the Use of Indicators(European Commission) - Team LeaderDescription: European Commission, DGVIII, Brussels. Leader of a team to undertake a Review of Monitoring and the Use of Indicators with the objective of improving the flow of project information for management at various levels.

Activities: Undertook a review of different methods of monitoring, both qualitative and quantitative, used at present by DGVIII, including the EC delegations and ACP country administrations. Results of the study are to be used to contribute to the improvement of project cycle management through operational proposals for new project completion reports and project six-monthly summary reports, plus new procedures for selection and use of indicators.

1995 - 1995

Review of project monitoring and evaluation arrangements(World Bank) - ConsultantDescription: Operations Evaluation Department, World Bank Developed the methodology and undertook a review of monitoring and evaluation arrangements on all projects prepared by the Bank during FY 95.

Activities: The work involved a content analysis of 164 staff appraisal reports, followed by interviews with 55 task managers and senior management. The review developed good practice criteria for M&E and assessed projects against those criteria. Attention was given specifically to the benefits arising from an expanded use of indicators on Bank projects, and the proposals to make greater use of indicators in the Bank's supervisory reports.

1995 - 1995

Project Cycle Management Handbook and Training Programme(European Commission) - LeaderDescription: CIS: Project Cycle Management Handbook and Training Programme for EU Tacis Programme. Leader of the technical team to design a handbook and training materials to be used in all countries of the CIS.

Activities: Undertook fact-finding missions to Russia and Ukraine as part of the development phase. After preparation, led the Pilot workshop in Kiev, Training of Trainers workshop in Tashkent and other workshops in Brussels and Moscow.

1991 - 1995

Training(WFP) - Team LeaderDescription: After the successful assignment to redesign project monitoring, ITAD planned and prepared a coordinated set of briefing materials and training workshops to familiarise staff with the new system.

Activities: A total of seventeen workshops were held at regional locations and over 340 international staff trained in the system by ITAD. Training was based on participatory techniques, with short presentations, question and answer sessions, buzz groups, case studies, group and individual exercises and private study tasks.

1994 - 1994

Ethiopia Social Development Fund (World Bank) - MIS ConsultantDescription: MIS consultant for a World Bank assignment on two pre-appraisal missions for the Ethiopia Social Development Fund to design financial and physical MIS requirements and monitoring procedures for the Fund.

Activities: The work included review of an existing computer MIS written in dBase IV and analysis of information requirements, including participatory monitoring by beneficiaries of the Fund.

1994 - 1994

Employment Based Safety Net project (World Food Programme) - Team LeaderDescription: The project was designed to test the safety net concept of employment generation schemes to mobilise relief food during times of drought and similar emergencies, through labour-intensive works.

Activities: Project activities included biological and physical soil and water conservation, pond construction and road building. The evaluation made use of participatory techniques including seasonal analysis, key informant and group interviews, social mapping and vulnerability ranking.

1993 - 1993

Evaluation of six EC-funded credit projects(European Commission ) - Team LeaderDescription: Team Leader for an assignment to evaluate six EC-funded credit projects with the National Investment Bank, Rural Banks, Agricultural Development Bank and Ghana Commercial Bank. The projects covered credit lines to fishermen, farmer cooperative groups, and small and medium scale enterprises.

Activities: The evaluation analysed the financial and institutional performance of the lending institutions and the effectiveness, sustainability and impact of the credit lines on the final recipients.

1993 - 1993

Kenya Wildlife Service(Kenya Wildlife Service) - Team LeaderDescription: Team Leader for an assignment to prepare Project Management and Annual Workplan Manuals for the Kenya Wildlife Service. The assignment was part of a wider management systems consultancy in which ITAD was in association with Coopers & Lybrand.

Activities: The work involved establishing procedures for handling routine and project-style activities at wildlife parks and reserves, with special reference to setting objectives, activity planning, and budgeting. The Logical Framework was introduced as a planning tool. Special procedures were introduced to take account of environmental impact assessments and the needs of communities associated with wildlife areas.

1990 - 1991

World Food Programme Information Reporting System(World Food Programme) - Team LeaderDescription: Consultancy to redesign the information reporting system from development projects to headquarters.

Activities: Reviewed management roles, operational procedures and report designs. Introduced a radical change in reporting to give WFP country office staff a clearly defined role and to establish procedures for analysis and use of reports at headquarters. A wide range of rapid procedures and qualitative data collection were proposed in support of a policy to adopt beneficiary contact monitoring. The proposals were accepted and implemented.

Activities: To assist in the design and implementation of a Credit Information System for the bank's programme of lending to small farmers. Also directed a programme of monitoring and evaluation studies.

Activities: To review and evaluate progress within the credit component and design new lending programmes for implementation between the Ministry of Coffee and Tea Development and the Agricultural and Industrial Development Bank.

1985 - 1987

Agricultural Credit Project(AIDB) - ConsultantDescription: Five inputs for the Agricultural and Industrial Bank

Activities: To design, document, and train staff in farm surveys to investigate farmer benefits from loans to purchase draft oxen, under an IFAD project loan. Subsequent preparation of credit planning and operational procedures for the Bank covering loan appraisal, loan follow-up and reporting.

1985 - 1986

Agricultural Credit Project(IFAD) - ConsultantDescription: As consultant to IFAD and member of mid-term review mission for the Drought Rehabilitation Programme.

Activities: To review Ethiopia's national credit system, particularly lending criteria, institutional issues, interest rates and informal credit; to examine the distribution of farm inputs during 1985, and the arrangements for monitoring and evaluation; design of a mid-term evaluation for the IFAD agricultural credit project. Proposed methodology, prepared appropriate framework, established work programme and assisted staff in surveys to be carried out.

Enhancing the Impact on Rural Poverty through Support to the World Bank's Rural Portfolio. Country Assistance Strategy Process: Synthesis and Findings from Two Country Case Studies (2005)Natural Resources InstituteDerek Poate, edited by Felicity Proctor

More M and Less E. Changing ideas on information for development (1993)The Rural Extension Bulletin, No 1. April, University of Reading Agricultural Extension and Rural Development DepartmentDerek Poate

Data for Agrarian Development (1993)Cambridge University PressC D Poate and P F Daplyn

A review of Methods for Measuring Crop Production for Smallholder Producers (1988)Farming Systems Series - 8, Experimental AgricultureDerek Poate

Estimating Crop Production in Development Projects. Methods and Their Limitations (1985)The World BankC.D. Poate and Dennis J. Casley